Decision Making and Problem Solving Strategies

121 Pages·2007·2.34 MB·English

by  Adair J.

Decision making aw 30/5/07 3:01 pm Page 1
C R E A T I N G S U C C E S S
D Decision Making
Anyone who wants to succeed in business needs to make sure that the best E
decisions are taken, that problems are solved in the optimum way and that C
I
creative ideas flow freely. S
I
O & Problem Solving
Decision Making and Problem Solving Strategies will help you to master the N
process of practical thinking that lies behind effective decision making, problem
M
solving and creative thinking. Using exercises, checklists and case studies it will
enable you to: A
Strategies
K
I
• understand the way your mind works; N
• develop a framework for decision making; G
• share decisions with others;
&
• learn problem solving strategies;
• Learn key problem
• generate ideas through brainstorming; P
• be more creative and think outside the box; R solving strategies
O
• become an effective practical thinker.
B • Sharpen your
L
If you are under pressure to find solutions, Decision Making and Problem creative thinking
E
Solving Strategies will help you to rise to the challenge of finding new ideas M skills
and deciding what action to take.
S
O • Make effective
John Adair is internationally acknowledged as an authority on leadership.
L decisions
The world’s first professor of Leadership Studies, he is the author of many books V
I
and articles, including Develop your Leadership Skills (also in the Creating N
Success series), Not Bosses but Leaders, How to Grow Leaders, Leadership and G
Motivation and The Inspirational Leader (all published by Kogan Page). He has
S
received the Lifetime Achievement in Leadership Award, and has recently been T
named Honorary Professor of Leadership by the China Executive Leadership R
Academy in Shanghai. He continues to write and teach throughout the world, A
T
inspiring new audiences with his timeless vision of leadership.
E
G
I
E
£8.99 S
US $17.95
J
o
ISBN-10: 0-7494-4918-7 h
Kogan Page Kogan Page US ISBN-13: 978-0-7494-4918-6 n

A
120 Pentonville Road 525 South 4th Street, #241
d
London N1 9JN Philadelphia PA 19147 a
United Kingdom USA ir
www.kogan-page.co.uk
John Adair
www.timesonline.co.uk Business and management
Decision Making
& Problem Solving
Strategies

C R E A T I N G S U C C E S S
Decision Making
& Problem Solving
Third edition
Strategies
John Adair
London and Philadelphia
Publisher’s note
Every possible effort has been made to ensure that the information contained in this
book is accurate at the time of going to press, and the publishers and author cannot
accept responsibility for any errors or omissions, however caused. No responsibility
for loss or damage occasioned to any person acting, or refraining from action, as a
result of the material in this publication can be accepted by the editor, the publisher or
any of the authors.
Previously published by the Institute of Personnel and Development as Decision
Making and Problem Solving1997 and 1999.
First published in Great Britain and the United States in 2007 by Kogan Page Limited.
Reprinted in 2007
Apart from any fair dealing for the purposes of research or private study, or criticism or
review, as permitted under the Copyright, Designs and Patents Act 1988, this publica-
tion may only be reproduced, stored or transmitted, in any form or by any means, with
the prior permission in writing of the publishers, or in the case of reprographic repro-
duction in accordance with the terms and licences issued by the CLA. Enquiries
concerning reproduction outside these terms should be sent to the publishers at the
undermentioned addresses:
120 Pentonville Road 525 South 4th Street, #241
London N1 9JN Philadelphia PA 19147
United Kingdom USA
www.kogan-page.co.uk
© John Adair, 1997, 1999, 2007
The right of John Adair to be identified as the author of this work has been asserted by
him in accordance with the Copyright, Designs and Patents Act 1988.
The views expressed in this book are those of the author and are not necessarily the
same as those of Times Newspapers Ltd.
ISBN-10 0 7494 4918 7
ISBN-13 978 0 7494 4918 6
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Adair, John Eric, 1934-
Decision making and problem solving strategies / John Adair. -- 2nd ed.
p. cm.
ISBN-13: 978-0-7494-4918-6
ISBN-10: 0-7494-4918-7
1. Decision making. 2. Problem solving. 3. Thought and thinking. I. Title.
HD30.23.A3 2007
658.4’03--dc22
2006036732
Typeset by Jean Cussons Typesetting, Diss, Norfolk
Printed and bound in Great Britain by MPG Books Ltd, Bodmin, Cornwall
Contents
About the author vii
Introduction 1
1. Your mind at work 5
Is your brain working now? 6; The functions
of the mind 10; Introducing the Depth Mind
principle 16; Key points 20
2. The art of effective decision making 23
Define the objective 24; Collect relevant
information 24; Generate feasible options 28;
Make the decision 30; Implement and evaluate 36;
Key points 39
■
vi Contents
3. Sharing decisions with others 43
Your role as leader 43; Task need 45; Team
maintenance need 45; Individual needs 46; The three
circles interact 46; The functions of leadership 47;
Key points 53
4. Key problem-solving strategies 55
How problems differ from decisions 55; A unified
model for decision making and problem solving 57;
Asking the right questions 58; How to approach
systems problems 62; Key points 65
5. How to generate ideas 67
Brainstorming 67; How to run a brainstorming
session 71; Key points 73
6. Thinking outside the box 75
Towards a more creative approach 75; Look
wider for solutions 78; How to use your
Depth Mind 80; Key points 86
7. Developing your thinking skills 89
What is an effective practical thinker? 90; Check
that you are in the right field 93; How to design
your own learning strategy 95; Key points 99
Appendix 101
Further reading 105
Index 107
About the author
John Adair is now widely regarded as the world’s leading
authority on leadership and leadership development. The
author of 30 books on the subject, he has been named as one of
the 40 people worldwide who have contributed most to the
development of management thought and practice.
Educated at St Paul’s School, John Adair has enjoyed a varied
and colourful career. He served as adjutant in a Bedouin regi-
ment in the Arab Legion, worked as a deckhand on an Arctic
trawler and had a spell as an orderly in a hospital operating
theatre. After attending Cambridge University he became
Senior Lecturer in Military History and Leadership Training
Adviser at the Royal Military Academy, Sandhurst, before
becoming the first Director of Studies at St George’s House in
Windsor Castle and then Associate Director of the Industrial
Society. Later he became the world’s first Professor in
Leadership Studies at the University of Surrey. He also helped
■
viii About the author
to found Europe’s first Centre for Leadership Studies at the
University of Exeter.
John Adair now acts as a national and international adviser
on leadership development. His recent books, published by
Kogan Page, include Not Bosses But Leaders, The Inspira-
tional Leader, How to Grow Leaders and Leadership and
Motivation.
Introduction
There are three forms of applied thinking that we all need: deci-
sion making, problem solving and creative thinking. These
overlap considerably but they can be distinguished.
Decision making is about deciding what action to take; it
usually involves choice between options. The object of problem
solving is usually a solution, answer or conclusion. The
outcome of creative thinking, by contrast, is new ideas.
Any leader such as yourself who aspires to excellence obviously
has a vested interest in seeing that the best decisions are taken,
that problems are solved in the optimum way and that the
creative ideas and innovations so necessary for tomorrow’s
business flow freely. Of course, everyone in the team or organi-
zation should be engaged in meeting these essential require-
ments. But you are the one who is called to provide the
intellectual leadership that is needed. Are you willing to do so?